Psychological Hardiness Predicts Adaptability in Military Leaders: A prospective study

Abstract

To perform effectively in complex mission environments, security personnel and leaders must be flexible and adaptable in responding to rapidly changing conditions. Psychological hardiness marks resilient people who maintain their health and performance despite stressful situations. The present study evaluates psychological hardiness at entry to West Point military academy as a predictor of leader performance and adaptability over time. Predictors also included Scholastic Aptitude Test (SAT) scores, and a composite indicator of leader potential (Whole Candidate Score) taken from admissions records. Using the Pulakos adaptability taxonomy as a guide, adaptability performance items were taken from a survey of graduates given 3 years after graduation. Also, military leadership grades as West Point seniors provided an index of traditional military performance. Hierarchical regression analyses showed that Whole Candidate Scores predict military leader performance at West Point, but not leader adaptability after graduation. However, hardiness predicts leader performance at West Point, and also leader adaptability (self‐ and supervisor ratings) after graduation. SAT scores and the challenge facet of hardiness are negative predictors of leader performance at West Point. Results indicate that while the traditional measures Whole Candidate Score predicts leader performance in the stable, highly regulated environment of West Point, it does not predict leader adaptability and performance in the uncertain environment of real‐world operations. In contrast, psychological hardiness (commitment and control facets) measured as academy freshmen predicts leader adaptability in officers measured 7 years later. Psychological hardiness appears to be a promising factor in promoting the development of adaptability.

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